Christopher J. Dwyer, Author at The Future of Work Exchange

Upwork’s “Work Without Limits” Conference: Thriving in a New World of Work

Events Solution Providers Technology and Innovation by Christopher J. Dwyer on 09/26/2022

“The world of work is changing faster than ever before,” said Upwork Chief Sales Officer Eric Gilpin at the start of the talent platform’s annual “Work Without Limits” summit in Chicago. Gilpin’s opening thoughts echo the evolution of work and talent over the past two-plus years, as Future of Work-era accelerants (and the desire to truly optimize how work is done) rapidly shape the way businesses around the globe operate.

*Eric Gilpin, Upwork’s Chief Sales Officer, kicks off the 2022 Work Without Limits event. (Photo credit: Upwork)*

Hayden Brown, President and CEO of Upwork, kicked off the conference reminiscing about what it was like when she finally made it to the corner office and when she got an office with a door for the first time in her career. Today, Hayden says, “Every employee can have their own corner office.” There are after all, new rules for work.

One of the major benefits of this new world of work is that control has been democratized. How, where, and even when people complete their work is in more of their control, and this is a huge benefit to all businesses, said Brown. She challenges the notion that the traditional workplace was what drove success, arguing that this misplaced nostalgia is actually caused by the Mandela effect, where false memories can sometimes be shared by multiple people. “The office was not the secret sauce [of business],” says Brown, and “It is time for business leaders to lead instead of react,” and find the true drivers of business value.

*Hayden Brown, Upwork’s President and CEO, discusses the new rules of work. (Photo credit: Upwork)*

Brown continued her keynote by asking a few challenging questions for business leaders – “Will a location mandate get you the results you want?” and “Are you giving your team the what they need to succeed – the best tools and the best talent?”

The workforce game has changed forever and given the distribution of workforces and of talent overall today, talent access is the key to the new game, part of the new playbook that companies must use to succeed. Contractors will continue to play a larger role in business and the new rules of work must incorporate that view.

Brown believes that Upwork address all of the classic concerns (security and privacy, workforce reliability, cultural concerns, etc.) that business executives may have regarding this tectonic shift in how work is done and the broad shift to non-FTE workers. In today’s world, the leaders that get ahead on this major shift will win…and boldness will be rewarded.

*Jonah Berger, Professor at Wharton School at the University of Pennsylvania, talks about changing the mindsets around enterprise transformation. (Photo credit: Upwork)*

The WWL event featured a variety of industry leaders sharing their thoughts regarding the new world of work:

“Data gives us the opportunity to be predictable,” said Vito Labate, Vice President, Global Industry Marketing Leader at Capgemini during a panel discussion hosted by Upwork CMO Melissa Waters. In a chat centered around the changes in marketing, this panel highlighted how the application of top-tier freelance talent is a true differentiator (especially within their industry, where personalization is a key factor for clients).
“Companies have become a bit more comfortable with distributed and remote teams,” said Deb Elias, Director, Product Strategy and Operations at Chargebee. “Technology has played a critical role in how non-co-located team members to collaborate.” Upwork’s Chief Product and Experience Officer, Sam Bright, led a spirited panel discussion on how “the impossible” could be achieved via new Future of Work concepts (and technology!) in functions like product development and engineering now that they have access to highly-skilled, global talent.
“We’re not just listening…we’re counter-arguing,” stated Jonah Berger, Professor at Wharton School at the University of Pennsylvania during his afternoon keynote address. “We have to allow for agency; we have to give them back some of that freedom and control.” Berger’s fantastic presentation focused on how business leaders can stop “selling” change and begin changing the mindsets around transformation…a crucial factor considering just how much the world of work has changed over the past few years.

The Future of Work Exchange Podcast, Episode 703: The Future of Work is Not Static

Podcast by Christopher J. Dwyer on 09/21/2022

An all-new episode of the Future of Work Exchange Podcast, sponsored by Beeline, features a discussion around the dynamic nature of the Future of Work movement and how businesses can plan ahead for 2023. In this episode, we feature conversation regarding the role of AI, talent intelligence, and new technology in the world of work and talent.

Tune into Episode 703 of The Future of Work Exchange Podcast below, or subscribe on Apple Music, Spotify, Stitcher, or iHeartRadio.

Key Providers for 2022: HiredScore

Solution Providers by Christopher J. Dwyer on 09/20/2022

The Background:

Data is akin to gold in today’s evolving business arena. Nearly every enterprise function runs on intelligence to make smarter, more educated corporate decisions. Within the world of talent and work, the proper data can be a powerful tool in not only finding the best-fit, top-tier talent for open positions, roles, and projects, but also mitigating compliance risks, eliminating hiring bias, and fueling recruitment strategies as the business world continues to change in the face of Future of Work-era innovations and accelerants.

Ardent Partners and Future of Work Exchange research finds that 62% of enterprises plan to harness artificial intelligence to support diverse hiring initiatives within the next 16 months, while another 67% anticipate leveraging AI and next-generation analytics to fuel “predictive recruitment” (via hiring-focused scenario-building).

Enter HiredScore.

Why They Were Selected:

The Future of Work Exchange is quite bullish on the application of artificial intelligence in the world of HR and workforce management technology. For companies to truly thrive in a business arena that demands dynamic responses to real-time challenges, they must have the capabilities to effectively execute smarter hiring decisions that also reflect rigor across attributes such as DE&I.

HiredScore represents the next generation of recruiting and talent acquisition technology with its stout AI-fueled functionality, commitment to diversity and inclusion, and robust automation to help HR and extended workforce functions transform the way they engage and source talent. With is unique “Talent Orchestration” suite of products, HiredScore’s wide range of HR, staffing, and talent acquisition automation is a powerful representation of the impact and value of AI in a Future of Work-led world.

In Their Own Words:

HiredScore is the leading provider of Talent Orchestration technology. HiredScore’s artificial intelligence, automation, and deep integrations empower the largest and most innovative companies in the world to safely and transparently drive critical business outcomes in recruitment productivity, diversity hiring, internal mobility, and total talent management HiredScore’s proprietary technology provides compliant-by-design, customized-by-client AI that seamlessly connects to data and systems to power the shift to proactive and fair HR decisions. HiredScore is live in 150 countries and available in 70 languages. Learn more at HiredScore.com.

The Outlook:

The emergence of artificial intelligence is nothing new to those that follow the Future of Work movement. What is new, however, are the fresh takes on how AI can drive value within HR, talent acquisition, and extended workforce management initiatives. Businesses require real-time, actionable, and deep intelligence regarding candidates and talent; the HiredScore solution is an innovative platform that can leverage formidable functionality to drive ethical recruitment, compliance and risk mitigation, DE&I enhancement, and pure HR transformation.

With its unique “Talent Orchestration” platform, HiredScore is a true Future of Work solution that will continue to revolutionize the way businesses leverage intelligence to optimize the ways they hire.

The Heightened War for Talent

Contingent Workforce Direct Sourcing General Insights Podcast Solution Providers Talent by Christopher J. Dwyer on 09/19/2022

The Future of Work Exchange podcast features coverage of industry news, software developments, Future of Work happenings, and, most importantly, conversations with industry thought leaders.

Several months ago, I chatted with Steve Dern, EVP of Talent Solutions at Evaluent (click to listen to the full interview). Steve and I discussed the growth of the extended workforce, its impact, and what lies on the horizon. Today’s article is a recap of our conversation. [Note that this excerpt has been edited for readability.]

Christopher Dwyer: You’ve been in this space for such a long time. From your viewpoint, you probably have a dynamic take on the state of the contingent and extended workforce. What are your thoughts on the growth of the extended workforce, its impact, and where do you think we’re heading?

Steve Dern: As I look back on all this, especially the last 2.5 to 3 years, the COVID-19 pandemic has changed everything in terms of how we work, not only with contingent labor but also traditional employee labor. Remote work structures became the norm because they had to. And that challenged some organizations and maybe pulled the blinders off. Many companies with staffing offices and remote office locations closed their brick-and-mortar buildings because the investment wasn’t necessary. We can work effectively being remote or have a hybrid model, which is becoming the norm as people return to the office. Interview processes changed, as did the time to act when hiring talent. Whether it’s traditional, permanent, or contingent hiring needs, you’ve got to act very quickly now. Today’s talent has the leverage due to talent economy dynamics. As a result, companies are increasing wages for premium talent.

In the production and manufacturing environment specifically, there’s a heightened war for talent. And from a partnership and sales perspective, it was more difficult to build and cultivate newer relationships over the last two years. We were remote talking through a computer camera and a headset as opposed to shaking hands with people and breaking down social barriers that may exist. Reading body language was difficult as well. We work in a very different way now.

In terms of workforce trends, there’s a demand for more flexibility on the part of the hiring organization. Do we need employees to come into the office five days per week? What is the flexibility of some pre-pandemic requirements, such as college degree mandates or pre-employment screenings? With legalization of marijuana in some states, there may be some flexibility there.

There is also a significant gap in talent for manufacturing, distribution, and fulfillment centers. Here in Ohio, where we’re only 10 hours away from half the U.S. population, there’s a huge presence of retail distribution and fulfillment centers. And those fulfillment centers are having a tough time finding workers. To widen the talent pool, they’re considering Second Chance talent. These are folks coming out of jail with possible felonies in their background. However, many distribution and fulfillment center operators are seeing good retention rates and performance output.

From a company perspective, we (Evaluent) handle both direct hire and contingent labor placement. On our staffing entity side, we saw a large increase in the direct hire needs — one of our sales reps said 80% of new business activity was direct-hire related. So, there has definitely been a shift from a client perspective overall. Ten years ago, we were just hearing about this concept called direct sourcing. I was fortunate to see it succeed early in a couple of my accounts.

Back then, direct sourcing was pitched as having the ability to take over 80% of the staffing leads that we had. And it really didn’t end up being that way. Instead, it was focused on high-volume needs that were repeatable, with evergreen types of requisitions. That’s where companies were able to leverage direct sourcing not only for contingent but also for direct hire as well. Flash forward to 2021/2022, we’re now beginning to see direct sourcing gain some traction. More and more, I see RFPs coming out asking about direct sourcing partners and strategies, as well as what the technology, curation, and AOR models look like. Two years ago, I was rarely seeing that showing up in RFPs. That’s where some of the biggest changes have been in recent years.

The Future of Work is Magnetic: PRO Unlimited Rebrands to Magnit

Solution Providers Technology and Innovation by Christopher J. Dwyer on 09/15/2022

Magnets are colloquially known for their attractiveness properties, drawing metal (well, iron) objects and substances within its field. For the contemporary business in 2022, the very notion of “attraction” is a desirable trait: these enterprises cannot thrive in uncertain economic times, and especially facing a volatile labor market, without some crucial level of allure to its culture, workplace, and overall brand that can effectively attract top-tier talent and skillsets.

This morning, veteran integrated workforce management system PRO Unlimited, known across the globe for its powerful Managed Service Provider (MSP) offerings and Best-in-Class Vendor Management System (VMS), announced that it has rebranded itself under the new name Magnit. The new brand reflects the solution’s overall commitment to being a magnetic force in how businesses leverage its innovative technology to draw people to work in an effective manner.

“The new name, Magnit, reflects both the evolution of our industry and how far PRO Unlimited has come as the industry-leading integrated workforce management platform,” said Kevin Akeroyd, CEO of Magnit. “Magnit is a reflection of our vision for the evolution of work. It also aligns with our position as the company of record in how businesses attract, engage, and source top-tier talent that tightly aligns with their goals and objectives. This is an exciting new chapter that will culminate in Magnit realizing PRO’s original goal: serve as a true, end-to-end platform comprised of modern software, proven expertise and world-class data and intelligence for workforce management.”

Perhaps the most critical facet of the rebrand is how the provider is approaching its end-to-end offerings: the move to Magnit is not just a simple rebrand, but rather a culmination of two years’ worth of consistent market activity, including acquisitions (WillHire, GRI, Workforce Logiq), partnerships (eightfold, Ceridian, etc.), and new product launches (Direct Source PRO, NorthStar, etc.). The new brand is an opportunity for the company to cohesively blend all of its core products and services under a unified architecture within a single brand.

It is expected that, over the next six months, any fragmentation of offerings will be streamlined and integrated under the new Magnit brand. This is a key attribute of the rebrand, as the company counts several “buckets” of products just within the data/analytics space, with ENGAGE Talent, Envision Analytics, and NorthStar (as well as its RatePoint offering) soon to be merged into a more interconnected solution.

Magnit will continue to work towards its “platform vision,” as laid out by PRO Unlimited back in 2020. With an array of innovation at its fingertips, Magnit is an ideal position to capitalize on an evolving business arena that requires top-tier skillsets to thrive; the rebrand can be considered a catalyst for the organization to continue its innovative work in becoming a platform of choice for not just the extended workforce, but also a source of agility for enterprises across the globe.

“The move to the Magnit brand represents the next bold age for our integrated workforce management platform,” said Vidhya Srinivasan, chief marketing officer at Magnit. “Both the name itself and our new logo echoes our core vision: augment the next evolution in workforce management by drawing people together through modern software and a commitment to the evolution of work. Magnit will be a powerful force for our clients, partners, and suppliers as we link businesses to the agile talent they require to thrive during these dynamic times.”

The definition of a magnet does not just mention the attraction of other metal- or iron-containing objects; it also includes the alignment of itself in an external magnetic field. For Magnit, this means one thing: the solution is positioned to align itself as a centerpiece in how businesses not only find the talent they need, but how they truly optimize how work is done.

Is It Time to Reintroduce Ourselves to Total Talent Management?

Contingent Workforce HR Talent by Christopher J. Dwyer on 09/13/2022

For the past decade, the very concept of total talent management has been akin to the Bigfoot or Loch Ness Monster of the business arena: a mythical idea that has only seen slivers of reality across global organizations. Sure, we’ve seen dribbles of total talent programs in some enterprises, as well as specific elements of these initiatives (i.e., total talent acquisition, total talent intelligence, etc.) offered by some of the industry’s more progressive workforce management solutions.

However, on the whole, total talent management itself has still not yet experienced its true arrival as we all would have anticipated. Back in 2011, I wrote perhaps the industry’s first full research study on total talent management, which found that there was extreme desire for such a program; the caveat, however, was that the tools weren’t quite there yet…and neither were the foundational elements required to make such a program successful.

So, here were are in 2022, with a toxic workplace environment (due to so-called “quiet quitting” and “quiet firing”), a volatile labor market, and a Great Resettling that represents a continued revolution of talent. There may or may not be a recession swirling around us like a dooming specter. And, above all else, enterprises realize that they require the right talent at the right time at the right cost to get work done in an efficient and optimal way.

Dare I say that we should reintroduce ourselves to the idea of total talent management? Should we truly flip this concept from theory into reality? Here a few reasons why:

The technology is finally there to support TTM. A decade ago, the phrase “extended workforce” didn’t exist…nor did the proper technology to make total talent management a reality. Contingent workforce management (CWM) was just beginning its ascent to true strategic imperative, while less than a quarter of the total workforce was considered “non-employee.” Today, the story has evolved: extended workforce systems are innovative offshoots of Vendor Management System (VMS) platforms that can easily integrate with the core human capital systems (ATS, HRIS, etc.) for true visibility, management, and oversight of both contingent and FTE labor. Point-of-entry automation for new requisitions and talent requests can access various forms of talent, including the ever-important talent communities developed by direct sourcing solutions. And, most importantly, today’s workforce management technology can easily help businesses understand their total workforce, an attribute which allows them to pinpoint the best-aligned talent (be it contingent or an FTE already on staff) for a given project or role.
Functional collaboration today is a must-have capability. Unlike in years past, it is much more common for businesses to experience core cross-functional coordination; procurement and finance tackle their problems together, for instance, for the sake of the bottom-line. HR, talent acquisition, and procurement have all experienced challenges and pressures over the past two-and-a-half years, each unit emerging from the acute pandemic phase stronger than ever before. As such, the idea of collaborative strategies is much easier to maintain in today’s business environment: in the quest for survival during those scary days of 2020, enterprise functions learned that they needed each other to thrive. And, today, these three distinct groups now understand that, in a world where talent is an incredible competitive differentiator, they must work together to bridge the gaps between extended workforce management and traditional hiring. By combining efficiencies and blending strengths, the triumvirate of HR, procurement, and talent acquisition can form a formidable backbone of total talent management.
Aspects such as purpose, flexibility, and empathy boost the importance of the candidate experience, with the notion of “engagement” playing a critical role in total talent acquisition. No longer does a great hourly rate set the tone for freelancers, contractors, and other types of non-employee talent when choosing their next destination. Workplace culture (and leadership style) are more crucial now than ever for hiring managers to hook new talent; as such, the idea behind total talent acquisition (a key phase within TTM that involves a centralized, standardized set of guidelines and processes for engaging and sourcing all types of talent) becomes one of engagement, as well. True total talent management programs harness the power of employee engagement and candidate experience tools and tactics to ensure a steady approach towards talent acquisition for both contingent and FTE talent populations.
The need for business agility, combined with the volatility of the labor market, translates into the perfect gateway for total talent management. Simply put: total talent management is needed today, now more than ever. Businesses must execute lightning-fast talent decisions to thrive in an uncertain economy; the “total talent intelligence” enabled by total talent management programs and associated platforms allow hiring managers and other leaders to understand 1) the current makeup of talent across the organization, 2) the best-fit resources (whether it’s someone in house, a current contractor, etc.) for a new project or role, and 3) provide a dynamic entryway into a truly agile workforce.

Total talent management has been an oft-maligned strategy that has bordered on the hypothetical for over a decade. However, the platforms available today and the transformation of work and talent, combined with the need for such a program, positions total talent management as an innovative strategy for the months and years ahead.

Direct Sourcing’s Future of Work Impact

Contingent Workforce Direct Sourcing General Insights Podcast Solution Providers Technology and Innovation by Christopher J. Dwyer on 09/12/2022

The Future of Work Exchange podcast features coverage of industry news, software developments, Future of Work happenings, and, most importantly, conversations with industry thought leaders.

Several months ago, I chatted with Sunil Bagai, CEO of Prosperix, for an insightful Future of Work-oriented discussion (click to listen to the full interview). Sunil and I discussed the changes in how businesses engage talent, the continued growth of direct sourcing, and some interesting Future of Work predictions. Today’s article is a recap of our conversation. [Note that this excerpt has been edited for readability.]

Christopher Dwyer: Seeing how our world of work and talent has been changing so much, you’ve had a front-row seat being where you are in workforce management software space. From your perspective, what do you feel are the biggest changes in the way businesses engage talent and get work done, and how the pandemic has shaped those aspects over the past couple of years?

Sunil Bagai: That’s a really good question. Several changes have been happening. Some of them were obviously sped up by the pandemic. For example, businesses are now much more open to hiring remote workers. And when we say remote, it’s kind of like an umbrella where everybody can be under that remote category. But the reality is we need to slice it a bit further. Remote can be onshore where they’re local to that office, so they can at least still come into the office. Remote can be not local to the office, so some other state or anywhere else in the country. Remote can also be offshore where a person can be in the Philippines, Colombia, India, or somewhere else in the world supporting that organization. There are a variety of different ways to slice and dice what remote really means. And that nuance is new. And it’s important going forward.

Another trend that I’ve seen happen in the last few years is much more openness to a variety of different marketplaces. And that means being able to hire talent directly by going onto a portal, for example. So, that trend has taken off. What that does, however, is create a challenge in these organizations. Why? Because enterprises are not equipped to deal with the nuances of being remote or how to integrate hiring marketplaces into their existing hiring processes. So, for example, their ATS and VMS platforms are not fully equipped to integrate with those new ways of hiring. That’s creating some more challenges and friction, which will get ironed out and addressed as the next few years go on.

CD: Direct sourcing has become such a hot strategy. And the more we talk about it on the Future of Work Exchange, the more we’re educating the market on something that seems to be dominating conversations not only around the Future of Work but also talent acquisition and workforce management. I think back to some of my first encounters with the Crowdstaffing platform, and you were one of the pioneers of direct sourcing. What are your thoughts on where direct sourcing is going and where it could be headed?

SB: Let’s start by differentiating what is traditional direct sourcing. What we’re doing with a hiring marketplace is a step towards direct sourcing without having to necessarily, say, get rid of your suppliers. Because direct sourcing today assumes that you’re sourcing every candidate on your own without the use of suppliers. And I believe there’s a middle ground where you can still use suppliers — your incumbents or your initial supplier pool. The network can be a second supplier pool that can give you more access to talent as well as lower costs. And then you have a third option which is the bucket of direct sourcing, where you can engage talent directly using your brand. I believe that all can coexist.

And the aim is to use technology to publish your jobs across all diverse hiring channels. Each of these becomes a hiring channel…and may the best channel win. It shouldn’t matter where the talent comes from, as long as it’s the best talent and the best price (hopefully). From there, it’s about optimization and being able to select based on quality, based on price, and based on speed for your talent fulfillment. If you can do that, then that’s your ideal solution. It’s not one or the other, it’s a mix of all the options available through one common technology platform to help you achieve your talent needs.

CD: What are some of your 2022 Future of Work predictions — not just technology, but the space in general?

SB: For 2022, you’re already starting to see some interesting things happen in the industry. We’ve seen some large acquisitions, and we’ll probably continue to see consolidation where certain companies try to acquire other companies to have a larger presence in the space and diversify their solution portfolio. And there will be more consolidation of customers, as well.

We’re also starting to see MSPs really up their game and add much more value than they were traditionally accustomed to. Before, MSPs were managing programs, and now they’re really trying to differentiate themselves by offering more capabilities within their solutions. New technology will also continue to surface and add a different spin on how the workforce should be managed. That’s what I’m seeing for the remainder of this year.

The Many Extensions of the Future of Work

Business Leadership Direct Sourcing Podcast Talent by Christopher J. Dwyer on 09/07/2022

The Future of Work Exchange podcast features coverage of industry news, software developments, Future of Work happenings, and, most importantly, conversations with industry thought leaders.

The Season Seven premiere of the Future of Work Exchange Podcast, sponsored by Beeline, featured in-depth, Future of Work-oriented discussion with Jen Torney, VP of Client Engagement at Talent Solutions TAPFIN, and Brian Hoffmeyer, SVP of Market Strategies at Beeline (click to listen to the full interview).

Today’s article recaps a piece of the podcast discussion focused on several key Future of Work-focused topics. [Note that this excerpt has been edited for readability.]

Christopher Dwyer: We’re going to close things out with what I call the “Future of Work lighting round.” Let’s start with remote work.

Brian Hoffmeyer: Remote work is here to stay. We’re talking to our clients considerably about it and doing several workshops with them about the best way to handle it from a contingent workforce perspective. Because it’s not as easy as saying, “I want to hire from low-cost areas.” What does that really mean? What are the tax implications of doing that? There’s a different tax rate and a lot of complexity behind the scenes to work out. I’m still seeing companies make pretty arbitrary decisions about remote work, saying you have to come in on Tuesdays and Thursdays — when that doesn’t make sense. Companies need to be very purposeful in making these decisions as they go through the process.

Jen Torney: Yes to all of that. I would say this is so much bigger of a conversation than whether or not you’re going back into the office. We’re encouraging organizations to really look at their true workforce plan and strategy. Because this changes everything. It changes how you can hire, where you can hire, and at what cost. It becomes a much bigger holistic conversation around the opportunity to completely rebuild organizations. There is a lot of hybrid work, but it’s very arbitrary in approach. Now that I’ve been back to traveling at a pre-pandemic level, in-person makes a difference. It really does. But I’m not sure that clocking in at eight and leaving at five to fight traffic and get home is really going to be a part of our culture anymore — except when there’s a requirement. There are several smart ways to get work done, and that eight-to-five model doesn’t need to be the model to do that.

CD: Up next: direct sourcing.

JT: Direct sourcing is smart sourcing. We think direct sourcing is blowing up. It is definitely a new layer of workforce strategy. I don’t think this is going to replace traditional staffing, but it has its place in niche areas within our workforce. I’m certainly excited to see how this proliferates in the organizations that we’re working with. The smart sourcing aspect of layering and upskilling is going to be the future.

BH: Just do it. Just do it. I think too many companies are taking too long and overcomplicating things. Pick an area, pick a geography, pick a skillset, and get the right providers together and start somewhere.

CD: Off to the next one: purposeful work.

BH: I love this. We’re in this position in our industry to help people find meaningful employment and to get them the skills they need to improve their lives. That’s the ultimate purpose that I see in what we’re doing. I want to continue to see companies not treat contractors as less than and make them part of the workforce. Yes, there are rules you have to follow, but include them in D&I initiatives and company events.

JT: One of the things we’ve realized as a global society over the course of the pandemic is that it’s critical to be part of something, to feel that you are contributing value, and to be able to show up as your best self. Purposeful work is so important to the younger generations, especially those coming up into the workforce. So, figuring out ways as employers to build that into your culture so that you’re creating an environment for the future leaders to feel it is the right place for them from an employment experience.

CD: Let’s roll into conscious leadership.

JT: Yes, it kind of dovetails. All this focus on D&I has been so amazing because of the evolution of how we’re approaching these conversations around belonging and inclusion and truly showing up as your whole self. It allows for more creative outputs, better collaboration with your team members, and better energy all around. But again, we are shifting and changing how we approach non-employee labor.

I was just with a client last week talking with its DE&I team. Throughout its history, it was focused on the FTE. But going forward, they’re really trying to move the needle on the entire culture of inclusiveness within their organization. The client has 40% contingent labor, and we’re trying to figure out ways to untangle the risk associated with supporting those goals within their contingent labor population, which is unfortunate that we must think that way. However, I think we are breaking down barriers every day in this industry trying to get to a place where we can truly forward the momentum of DE&I for contingent labor, and truly inclusive and conscious leadership for organizations at that stage.

BH: Jen mentioned letting people be their true selves at work and I think that’s incredibly important. Because that’s going to make them feel included and allow them to bring up ideas that give them the space to fail. As leaders, we must do the same thing — show our own vulnerabilities and give people that space. The blending of work and life is going to continue to happen. And that to me is a good thing. Because you don’t want people to be fake, you want them to be who they truly are. While it seems obvious, the world didn’t use to be that way. The more those separate work and home personalities go away, the better.

CD: Crystal ball for the second half of the year into 2023?

BH: With respect to our industry, you’re going to continue to see an emphasis on the worker themselves and giving the worker good experiences because so many people want to work in this way. You know, permanent employment isn’t really a thing. Even if you take a so-called “permanent job,” your tenure is 18 months on average…or even less now. We’re focused on several things around that to make sure the worker can continue to advance their career in the ways they want to. You’re going to see a lot more of that.

JT: With obvious recession concerns, we’re going to continue to see organizations be more cautious. It’s about hiring and making very intentional decisions to get in front of that. There will probably be a curb in the aggressive hiring that we’ve been seeing over the course of this year. And then absolute radical growth in our travel MSP clients. Travel is returning to pre-pandemic levels and certainly out pacing their expectations. There will be some growth there despite the recessionary concerns.

A recession is an economic trend and part of the cycle. It’s going to happen, it’s just a matter of when. This recessionary period will be a bit more interesting for our business because there will be some contraction but also some expansion in certain categories as well.

A “Quiet” Place: The Toxic War Between Workers and Management

Business Leadership Talent by Christopher J. Dwyer on 09/06/2022

I don’t have a TikTok account, but one of my colleagues was nice enough to pass along a video in which a worker confronts a colleague that is in the midst of “quiet quitting” and eating pretzels while sipping a large Starbucks coffee.

“If the company isn’t willing to invest in me, I’m not investing in the company,” said the actress. “Nine-to-five is more than enough for me to give them.” Quiet quitting, at its core, is simply performing a job without going above-and-beyond.

“Quiet firing,” on the other hand, translates into an organization knowingly looking over workers for promotions, ignoring their demands and needs, severe micromanagement, and a wide range of passive aggressive tactics. These ideas are leveraged to “encourage” an employee to quit without the company having to pull the trigger on a firing or layoff.

And in case you’re wondering: TikTok may have reignited these two very toxic notions, but these certainly aren’t new concepts. Quiet quitting and quiet firing are two strategies that have been utilized by workers and management (respectively) for decades.

A worker pumps in over 50 hours a week, investing more of themselves than they’d like, even though there hasn’t been a pay increase in years. They trudge along, unhappy, and hope that salvation is on the horizon. A pandemic hits, emotions swell, and the realization hits: “Why am I doing this?” The worker eases off the gas, puts in the bare minimum, and quietly “quits” while presumably seeking a new role at a different organization.

It’s not such a far-fetched story. And it’s absolutely not a new idea. Nor is quiet firing, for that matter. What these both are, however, are part of a toxic war between the workforce and management that will only get worse if something doesn’t change.

The Great Resignation heralded a shift in “power” that meant workers held more cards when it came to their futures. With millions of professionals voluntarily leaving their jobs every month for well over a year, businesses were left with not only extreme staffing shortages, but a sense of resentment, as well. And now, the negative feelings on both sides are resulting in passive aggressive strategies that are impacting the labor market, as well as the delicate balance between worker and management, in a negative way.

So, the question remains: how do we solve this problem? Is there a cure to quiet quitting? Is there a solution to ensuring that quiet firing does not become a way for leaders to phase out employees?

There is no silver bullet here, nor is there a one-stop strategy that can solve these woes. The truth is that business leaders already have the tools to combat this issue…that is, if they can become conscious leaders that are in tune with their talent.

The hallmarks of conscious leadership, including empathy, the understanding of purpose, communicating value, and prioritizing wellness, are all surefire means to attack the roots of the quiet quitting problem. A business leader that is truly in tune with its team can understand the core causes of the emotions that lead to quiet quitting, particularly burnout, a lack of purpose, and a lack of clarity regarding career development.

And as for quiet firing? It’s been happening for years and management teams must understand that most, if not all, workers desire clarity and communication…especially in a Great Resignation-fueled business arena. Today’s talent must be managed much, much differently than in years past due to Future of Work-driven shifts in how work is optimized.

Honestly, enterprises cannot afford to play the quiet firing game when talent has become such a powerful competitive differentiator. As The Great Resettling plays out and The Great Resignation is in the rear-view, management teams must leverage conscious leadership strategies to understand how the workforce perceives its role within the greater organization.

There is a measure of humanity that is at stake here. Workers want to work and want to succeed, and business leaders only benefit from the value that this success brings. Now is the time to bridge the gap and begin the long process of ending a toxic workplace war that is detrimental to both talent and leadership alike.

The VMS of 2022: The Nexus of Extended Workforce Management

Solution Providers Technology and Innovation by Christopher J. Dwyer on 08/25/2022

Vendor Management System (VMS) platforms are automated solutions that offer end-to-end management of the core and critical facets of contingent and extended workforce management. The VMS model (frequently paired with Managed Service Providers or “MSPs”) is perhaps the most mature platform in the workforce solutions market.

While the earliest incarnations of VMS technology functioned as automated procurement for staffing suppliers, these platforms have evolved to become the true “nexus” of all activity related to contingent and extended workforce management. In fact, the very foundational elements of today’s VMS solutions revolve around the many tenets of the Future of Work movement; the Vendor Management Systems available in today’s fast-moving, globalized technology market have all made great leaps in regard to managing the “extended workforce,” a phrase leveraged to describe the next progression of contingent labor.

The past couple of years has reinvigorated the world of non-employee talent in such a way that the collective business market finds itself with nearly half of its total talent (nearly 47%) comprised of contingent labor. The pandemic age has not only reaffirmed the need for businesses to harness the power of VMS technology, but to also take advantage of the many ways these platforms are reinforcing the many accelerants within the Future of Work movement.

Recently, the Future of Work Exchange announced the publication of the much-anticipated VMS Technology Advisor, a report that assesses and evaluates 11 of the major Vendor Management System platforms that are currently helping organizations around the globe automate key extended workforce management processes, provide access to talent intelligence, and reinforce contingent workforce spend management.

The new report, which is available here, evaluates Beeline, Coupa Contingent Workforce, ELEVATE, Eqip, Pixid, Prosperix, PRO Unlimited, SAP Fieldglass, Utmost, VectorVMS, and VNDLY (a Workday Company).